The establishment of the core project team
ERP system implementation in the enterprise, there must be a driving force for the project team, the core members of the requirements in the enterprise has a certain influence on the staff, and has strong business integration capabilities, coordination and leadership skills, preferably full-time, the only responsible decision-making. If the core members of the vested in departments in carrying out its work will be considered on their own departmental interests, or is subject to department heads and must be subordinate to the interests of this sector, so that the implementation of ERP system will generate a certain degree of unnecessary management compromise, and give system implementation to increase the risk of man-made and may even be at the expense of the cost effectiveness of system operation.

Second, the project core members must have the necessary capacity to undertake the implementation of the pressure. Because in the project implementation process, they will inevitably face pressure from functional departments, in particular the implementation of the key points in the system, such as dynamic data switch, operational changes, if there is no firm will have skills to release, transformation, co-ordination these pressures, the result is often a compromise.

To play a role in the implementation of consultant
Consultants on the implementation of ERP systems in enterprises to implement the role to be, and some firms tend to take the two extremes: either we do not believe that implementation of the consultant's role and believes that implementation of the consultants do not understand their own business operations; second is the implementation of over-reliance on consultants.

For most enterprises, ERP software implementation has just begun. In the implementation process, using implementation of the consultant's experience and grasp of the overall project, with the implementation of the consultant to fully discuss and identify realistic and reasonable goal, which is an important step to ensure successful implementation. At the same time, enterprises choose to implement the consultants, advisers really need to consider the implementation of the whole process of implementation of ERP projects too, because only in this way the implementation process for the future, he will have a good grasp of, and has sufficient sensitivity to analyze possible the risk point.

Selection process to change the timing
For the SMEs, because of its management infrastructure constraints, the reconstruction process can not grab, you must first analyze all the workflow, select the most prominent aspect of a problem or a core part of reconstruction.

SMEs should adopt while implementing a gradual adjustment process while adjustment methods are not necessarily stressed that before the implementation of a comprehensive business process reengineering. Because large areas of process reengineering is likely to give small and medium businesses vibration, and the conduct of normal business impact; the other hand, long the basis of data preparation, business process discussions is likely to make the initial data into the system is not accurate, leaving the system into "bins", process changes can not be supported.